EMERGING INDUSTRY ISSUES — WHEN A RESCUE GOES BAD


law enforcement; other veterinarians; and stable, sus- tainable rescue organizations to assist the horses.


2. Identifying Good Rescues


Good rescue organizations provide critical services to the horse industry and to their communities. They often take in horses no one else wants, they rehabilitate horses from neglect cases, they tame and train wild/unhandled horses, and they retrain abused horses and those with behavioral problems. They save local communities funds by helping law enforcement agencies to investigate neglect cases, educate owners about proper horse care to reduce neglect due to ignorance, and provide manpower and facilities for housing horses when seizures are necessary. There is a great deal of variation in the size, mission, and structure of rescue organizations. Some house all of their horses at one or two facilities whereas other organizations house their horses at foster homes. Some organizations take in only a few horses each year whereas others take in over a hundred horses per year. Some rescue organiza- tions have paid staff and others are completely vol- unteer run. Rescues may focus on a particular breed or type of horse, a particular source of horses (neglect cases, auction purchases, owner surrenders, etc.), or horses with specific needs (horses with be- havioral problems, those with medical needs, etc.). Rescues may be set up as a 501(c)(3), tax-exempt organization. To achieve 501(c)(3) status, the res- cue must have a BOD, be incorporated in the state it operates in, and submit paperwork and a fee to the Internal Revenue Service (IRS). The rescue must submit annual reports to the IRS to maintain its status, and financial records of the organization must be open to the public. Donations made to 501(c)(3) organizations are tax-deductible. Some rescuers decide to forego the 501(c)(3) status


and instead operate as private rescues. They do not have to incorporate or submit reports to the IRS, and they do not have to maintain open books. Do- nations made to these rescues are not tax deduct- ible, but the individuals running the rescue may be required to report income from the rescue (such as donations, adoption fees, proceeds from fundraisers, etc.) as personal income and pay taxes on it. Regardless of the specific structure or mission, good rescue organizations share several traits.


Transparency Good rescue organizations are transparent with their foundational documents. This includes their IRS Determination letter (which grants them 501(c)(3) status), annual form 990 (financial report to the IRS), bylaws, and articles of incorporation. They also have published policies that govern the details of how their organization operates: adop- tions, foster home management, veterinary care, etc. Although many rescues do not publish their phys- ical location because they do not want drop-in visi-


216 2016  Vol. 62  AAEP PROCEEDINGS


tors or horses abandoned at their gates, they do have accessible email addresses and phone numbers. They return calls and emails in a timely manner, although it may take a few days to return calls and emails given that many are operated by volunteers. Everyone should avoid rescues that do not return calls or emails in a timely fashion. Good rescues also are transparent about the


horses in their care. They provide the public with the number of horses that enter their program each year, are adopted out, are returned by adopters, and that died or were euthanized. They also provide information on where their horses come from (neg- ligent owners, animal control transfers, owner sur- renders, etc.). Veterinary records are available for potential adopters, and they are willing to disclose any health or behavior problems.


Good Husbandry


All horses at reputable rescues receive vaccinations recommended for their area, an annual Coggins test, annual dental care, routine de-worming, and routine farrier care. Exceptions can be made for horses that are too frightened or wild to treat. However, the rescue should have experienced handlers work- ing with these horses to help them achieve a level of training that is safe for them and their handlers. Illnesses and lameness should be diagnosed and treated in a timely manner. Good rescues are will- ing to have horses euthanized who cannot recover from illness or lameness on the advice of a veteri- narian. Ideally, the organization will have a policy that governs the decision making on treatment and/or euthanasia. That policy should set the stage for managers of the organization to make pragmatic and humane decisions in these situations. Good rescues provide hay, grain, and water of sufficient quality and quantity to help healthy horses maintain their weight and to help emaciated horses safely gain weight. They provide feed and feeding regimens tailored to each equine’s unique needs. Good rescues may have skinny and ill horses at


their facilities, and they may also have horses that are difficult to handle. They should be able to doc- ument how long the horse has been with the rescue and show that the horse is improving. They should have and follow a plan for physical rehabilitation and training for each horse in the rescue. The facilities do not need to be state of the art, but reputable rescues have clean facilities with suffi- cient space for each equine. Fences are in good repair, and there is plenty of appropriate shelter available. The facilities are designed to avoid inju- ries to horses and to keep handlers and visitors safe.


Fiscal Responsibility


Running a rescue takes money, and responsible res- cues have sound, sustainable finances. They main- tain an annual budget and adjust the budget each year as needed. They receive funds from a variety


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